Ravi Mehta: belief

Transcript context

…And there's four buckets that you just described of types of goals. Can you repeat them again? Yeah. So the four buckets are, it starts with understanding risk, which is we have something that we want to do but we don't really understand what the levers are. Then the next thing is dependency risk, which is we understand what we think the levers are, but we may or may not have the tools that we need in order to make progress. Then there's execution risk, which is we have all the resources that we need, we have a really strong hypothesis, and then we may or may not be able to execute against those hypotheses. And the last thing is strategic risk, which is we have a hypothesis and it might turn out that that was not the right hypothesis. Oh man. I wanted to move on to a different topic, but I want to dig into this a little bit because it's really interesting. So a lot of people work at companies where their product manager, leader is not going to be like, "Cool, let's spend a quarter understanding if we can move this metric." That seems like you have to be a really evolved leader to be okay with that, or is that even not a good idea to spend a quarter doing that? How do you think about not actually having a goal that is moving a metric that people care about and focusing on understanding and kind of pushing this frontier of understanding further versus just moving a metric that people actually want you to move?…

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